HP Norway Relocation Case Study

This case study analyzes HP Norway's relocation project, highlighting its success in minimizing disruption to operations and customers. It explores the company's approach to employee communication, cultural integration, and technological implementation during the transition. The case emphasizes the importance of strategic planning, effective communication, and a customer-centric approach for successful organizational change.

ENTERPRISE ARCHITECTURE- HP
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Executive summary
The report describes enterprise architecture with a case study of Hewlett-Packard Norway which
was necessitated by the merger of the local HP Company with Compaq. It starts by introducing
the company and the situation necessitating relocation. The statement of HP Norway gives an in-
depth highlight of the merger and the relocation process being the most successful ever for the
company. The next part identifies the solution strategy map describing the alignment of the
changeover and relocation with the customers, financials, internal processes, and the learning
and growth then go on to explain the information technology view of the process. The
recommendations part highlights the best practice of changeover business consultancy. The
conclusion gives a quick recap of the whole report to give a quick review of enterprise
architecture in HP Company.

Contents
Introduction....................................................................................................................................4
Statement of Hewlett-Packard......................................................................................................4
Solution strategy map....................................................................................................................5
The financial view.......................................................................................................................5
The customer view.......................................................................................................................5
The internal process view............................................................................................................5
The learning and growth view.....................................................................................................6
IT strategy map drivers.................................................................................................................6
The customer view.......................................................................................................................7
The internal view.........................................................................................................................7
Concrete initiatives......................................................................................................................7
Recommendation...........................................................................................................................8
Conclusion......................................................................................................................................8

Introduction
Hewlett-Packard is a global leader in the
provision of technology, services, products
and solutions to businesses and final
consumers. In the early 2000s, Hewlett-
Packard merged with Compaq Corporation
in a move to enhance its position in personal
computing, global services, access devices,
imaging and printing solutions and
information technology infrastructure in the
global industry. The company was faced
with the challenge of increasing
shareholders’ value by enhancing the scale
in business and technology.
Statement of Hewlett-Packard
However, expansion in geographical
coverage sophisticated the coordination of
various dispersed operational locations. HP
planned to relocate its office to
accommodate the merged administration.
The difficulty was fashioned by the Compaq
merger. It was necessary for the company to
pursue the advantages of expansion of
operations together with reducing business
costs and managing the complex business
information technology system. A business
has to keep on improving customer
experience in whichever operation capacity.
The need to assortment the resources, people
and facilities in every single country to
solidify the high-profile merger.
The case study describes the enterprise
infrastructure in Norway where Hewlett-
Packard and Compaq had 450 employees
and facilities in the city of Oslo. The
combined functions and operations had to be
reorganized to represent the core values of
HP through shared management teams. The
values have been established and developed
over a period of 50 years propelling its
success and determine the company’s ability
grow its business constantly and in
maintaining the obligation to the employees,
the shareholders and the customers. The
Hewlett-Packard Norway planned the
changeover by employees the services of

Accenture to maintain its marketplace
momentum in the most successful
relocation.
Solution strategy map
The financial view
Efficiency in the process was enabled by the
company’s commitment to the core values
and the employees saving nearly up to
$720,000 which could have been incurred
unnecessarily.
The customer view
Internal business integration process must be
done hand-in-hand with the external view of
serving the customer. The aim of merging
was to enhance the market share and
improve services, technology and product
delivery to the customers.
The internal process view
The HP Norway management had to
comprehend the behavior of employees and
unify the company model to dominate the
market through the changeover. The
company had to integrate resources and
people from two big companies into one
shared facility to bring alive the vision of the
formed company in Norway. As a player,
HP Norway had the role had to identify the
ways to improve business performance and
capitalize on them.
The relocation of the office involved
relocating facilities and the workforce. On-
site technical support resources guided
employees on arrival, workplace setup
challenges and answer their information
needs on the day of relocation. The
colleagues in the merger had not yet met
each other and on-site stations workforce
teams of the two companies meet and
interact. Accenture Company helped
management of HP Norway build a positive
atmosphere through hosting of workgroup
meetings and convening new directories. HP
Norway placed attention on the critical
necessity of high performance through
creation and maintenance a dynamic culture.

The learning and growth view
Accenture was contracted to facilitate the
transition process because of the company’s
track project execution record. The company
had an intensive understanding of both the
HP’s business model and values and the
whole technology industry. It is known for
its far-reaching experience in development
of extensive technology and tools in
facilitating change. Accenture was to handle
the change project in three months.
A web-based survey was conducted tailored
to identify the former employees of HP and
Compaq to reveal their cultural preferences
and difference. The employees’ attitudes
toward the merger and the pending risks so
that their appropriate solutions could be
established and implemented. The
expectations of the workers carry the biggest
weight in determining the effectiveness of
internal change. Transition course could be
smoothened by only when all the employees
are made aware of the core values of HP as a
preliminary step transition. Areas of
resistance require being given the highest
emphasis because it is the main hindrance to
changeover [1]. The two companies focused
on resistance points and respectively
formulated and defined messages and
activities to promote and secure an effective
cooperation of employees.
IT strategy map drivers
There was a necessity to answer the
questions raised by employees regarding the
merger and office relocation. The need to
streamline sharing of information needs for
the employees was resolved by the
development of a public employee portal
integrated onto the existing HP Norway
website. The internal web-publishing
implements were significant in this process.
The portal provided practical information
with a simple navigation interface structure
and a subway map structure. The basic
information ranged from the general
answers such as new office location to

specific ones like the location of each
employee’s workspace. The portal also
helped the supervisors update workers as
they manage their expectations while
keeping them focused on productivity. It
was proven that complete awareness was
necessary. Workers’ questions showed
information gaps that had to be filled for a
smooth transition.
The customer view
The process of transition did not affect the
normal services to the customers.
Application of technological measures and
creativity saved the shift of focus from the
customers regardless of the process. This
was enabled through contracting of
Accenture and everyone else in HP Norway
stuck to their role. The management
coordinated the relocation process with the
contracted company and the aim of
relocation was to realign the operations of
the new local company in the HP’s way that
is, putting out the best services for the
customers [1]. Mergers of companies help to
overcome competition, increase efficiency
and enhance market position.
The internal view
Accenture developed a creative concept to
help the informing of employees the merger
and communicate to them critical issues of
the integration. I decided to use creative and
entertaining videos using a local popular
comedian. The videos were shared through
internet platforms to create awareness of the
transformation prior to the undertaking of
the real process itself. It helped in
communicating the core values and their
new rules.
Concrete initiatives
Accenture was fundamental in the success of
the switch. It organized a creative and a
proven comprehensive approach from its
far-reaching experience in implementing
change. The approach, together with the
support of Hewlett-Packard mobilized a
quick facility relocation and integration.

Accenture was also employed to streamline
the organization culture after it initiated a
successful swop. The organization culture
was managed to the HP way. It was
facilitated by a series of forums for the
executives, team discussions, interviews,
and workshops. The move defined the
existing culture of HP Norway. The
processes were combined with electronic
survey tools to receive comprehensive data.
The data is analyzed to provide information
needed for determining and implementing
changes that will align HP culture with the
local Norwegian company.
Recommendation
Changeover requires detailed capabilities of
planning and the appropriate integration
tools. The rate of delivering assistance on-
the-ground must be speedy enough to set an
earlier time for adaptation and formulation
and implementation or alignment of a new
culture. For HP Norway, it is reported that
an impressive 80% of the works were
working at full capacity earlier on the day of
relocation and the number was at 100% by
the evening before the end of that day.
Conclusion
The changeover became HP’s most lauded
relocation in its history and at large the
marketplace momentum was maintained
through the move. Transition processes have
seen most companies fail in their
performance because of the challenge of
aligning employees with new ways of
working and failure to adapt to the new
environment quickly which was not the case
for Hewlett-Packard Norway. Business
consultation must seek the services of
innovative market leaders. The company
being outsourced must have a strong
expertise in the specific clients’ business and
a comprehensive knowledge of the industry.
Enterprise architecture determines how
smooth a transformation. Furthermore,
employees are the baseline of every business
setting. A changeover should align the

employees, financial resources and physical
resources in the best way. Employees should
also be made aware every area that
contributes to the goal of the organization,
facilitated to work together and be informed
every area which is not clear to them for a
changeover to be successful.
References
[1] McIntosh, Owen. 2008. "Rapid
changeover-a pre-requisite for responsive
business." Business Architecture 9 (4): 83.
[2] Landeghem, Van. 2002. "Rules for
integrating fast changeover capabilities into
new equipment design." Business
Integration 7 (1): 1-29.